More on Broaden-and-Build Theory of Positive Emotions
Application to Change Management
• The “Undo Effect”
It has been shown that positive emotions undo the physiological effects of stress.
When people experience fear or anxiety:
- heart rate increases
- cortisol rises
- attention narrows
Positive emotions help the body return to equilibrium faster.
This is crucial during organisational change when stress levels rise.
• Change initiatives often trigger threat responses owing to:
- uncertainty
- loss of control
- fear of incompetence
- status loss
These emotions narrow thinking, which leads to:
- resistance
- rigid thinking
- risk avoidance
- defensive behaviour
The broaden-and-build theory suggests that successful change requires the deliberate creation positive emotional experiences.
• Creating Psychological Openness to Change
Positive emotions broaden thinking and increase openness.
Leaders can generate:
- hope about the future
- pride in past achievements
- interest in new possibilities
Example techniques:
- vision storytelling
- highlighting progress
- celebrating small wins
Result:
People become curious rather than defensive.
• Increasing Creativity During Transition
Change often requires new ways of working.
Positive emotions promote:
- experimentation
- innovation
- flexible problem solving.
In teams experiencing positive emotions:
- more ideas emerge
- more collaboration occurs
- people build on each other’s ideas.
• Building Change Resilience
Repeated positive emotional experiences build:
- psychological resilience
- confidence
- adaptability
Over time this creates change capability.
Teams become better at:
- handling uncertainty
- learning quickly
- recovering from setbacks.
• Strengthening Relationships
Positive emotions strengthen social bonds.
During change this leads to:
- higher trust
- more knowledge sharing
- stronger cooperation
This is critical because change spreads through networks.
(main source: Barbara Fredrickson, 2001)